Power and Influence in the Workplace PDF

Chapter 10: Power and Influence in the Workplace HBN101-C064 Prepared by: Quisto, Kyla Moraine A. Flores, Kryzell Regidor, Christian M. Lubiano, Kyla Joy Mascardo, Crayzel Kate R. Magtib...

Chapter 10: Power and Influence in the Workplace HBN101-C064 Prepared by: Quisto, Kyla Moraine A. Flores, Kryzell Regidor, Christian M. Lubiano, Kyla Joy Mascardo, Crayzel Kate R. Magtibay, Aira Mariz Capio, Jestin Cornella Panganiban, Marc Joseph Constantino, Trisha Sadsad, Flair Eliz  Chapter 10 Power and Influence in the Workplace Learning Objectives: LO1: Describe the dependence model of power as well as the five sources of power in organizations. LO2: Discuss the four contingencies of power. LO3: Explain how people and work units gain power through social networks LO4: Describe eight types of influence tactics, three consequences of influencing others, and three contingencies to consider when choosing an influence tactic. LO5: Identify the organizational conditions and personal characteristics that support organizational politics, as well as ways to minimize organizational politics. LO1: Dependence model of power and Five sources of power in organizations. Power- the capacity of a person, team, or organization to influence others. Important Features of Power: Power is not the act of changing someone's attitudes or behavior; it is only the potential to do so. People frequently have power they do not use; they might not even know they have power. Power is based on the target's perception that the power holder controls (i.e., possesses, has access to, or regulates) a valuable resource that can help him or her achieve goals. Power involves the asymmetric (unequal) dependence of one party on another party.(One party has control over the other & Other party has countervailing power). Countervailing Power - The capacity of a person, team, or organization to keep a more powerful person or group in the exchange relationship (e.g., controlling job security, preferred work assignments). Exhibit 10.1 : Dependence in the Power Relationship  Exhibit 10.1 illustrates the concept of dependence in a power relationship between two individuals: Person A, the power holder, and Person B, the dependent. Person A holds power by controlling essential resources, such as money, information, or support, that Person B needs to achieve their goal. The solid arrow between them represents this flow of power, where Person A’s control grants them influence over Person B. However, Person B may still exert countervailing power, shown by a dashed arrow, if they can leverage something valuable or find alternative resources. Exhibit 10.2: Sources and Contingencies of Power This exhibit explains that an individual's power comes not only from their formal or informal sources of power (legitimate, reward, expert, etc.) but also depends on situational factors (contingencies) that either enhance or weaken their ability to influence others. If the sources of power are strong and contingencies are favorable (high centrality, low substitutability, high discretion, and visibility), the individual’s power over others is maximized. SOURCES OF POWER IN ORGANIZATION A half-century ago, the social scientists John French and Bertrand Raven identified five sources of power in organizations. Although variations of this list have been proposed over the years, the original list has remained. Three sources of power Legitimate, Reward, and Coercive originate mostly (but not completely) from the power holder’s formal position or informal role. Two other sources of power, Expert and Referent, originate mainly from the power holder’s own characteristics; in other words, people carry these power bases around with them.  1. Legitimate Power an agreement among organizational members that people in certain roles can request a set of behaviors from others (ex. a manager's right to tell employees what tasks to perform, who to work with, what office resources they can use, etc). Zone of indifference: is the set of behaviors that individuals are willing to engage in at the other person's request. For example, employees generally accept a manager’s right to ask them to avoid personal social media during work. However, if the manager asks them to work overtime regularly, employees might resist because it’s outside what they feel is fair or reasonable. Norm of reciprocity: a feeling of obligation to help someone who has helped you. It is a form of legitimate power because it is an informal rule of conduct that we are expected to follow. (ex. If your coworker helped you handle a difficult client, that coworker has power because you feel an obligation to help the coworker with something similar value in the future). Legitimate Power through information control - A particularly potent form of legitimate power occurs where people have the right to control the information that others receive. Information gatekeepers gain power in two ways: First, information is a resource, so those who need that information are dependent on the gatekeeper to provide that resource. Second, information gatekeepers gain power by selectively distributing information so those receiving the information perceive the situation differently. These information gatekeepers can potentially influence executive decisions by framing their reality through selective distribution of information. 2. Reward Power Reward power is derived from the person’s ability to control the allocation of rewards valued by others and to remove negative sanctions. Managers have formal authority that gives them power over the distribution of organizational rewards such as pay, promotions, time off, vacation schedules, and work assignments. Employees also have reward power over their bosses through their feedback and ratings in 360-degree feedback systems (ex. A sales manager has reward power if they have authority to grant performance bonuses to their team.) 3. Coercive Power Coercive power is the ability to apply punishment. Many firms rely on this coercive power to control co-worker behavior in team settings. For many of us, the first response to this definition is managers threatening employees with dismissal. Yet employees also have coercive power, such as being sarcastic toward co-workers or threatening to ostracize them if they fail to conform to team norms. (ex. a factory supervisor who can impose disciplinary action uses coercive power to ensure employees adhere to the policies.)  4. Expert Power For the most part, legitimate, reward, and coercive power originate from the position. Expert power, on the other hand, originates mainly from within the power holder. It is an individual’s or work unit’s capacity to influence others by possessing knowledge or skills valued by others. One important form of expert power is the (perceived) ability to manage uncertainties in the business environment. (ex. A senior IT specialist with a deep understanding of cybersecurity holds expert power within the organization.) A groundbreaking study of breweries and container companies identified three types of expertise that cope with uncertainty. These coping strategies are arranged in a hierarchy of importance, with prevention being the most powerful: Prevention. The most effective strategy is to prevent environmental changes from occurring. Forecasting. The next best strategy is to predict environmental changes or variations. In this respect, trendspotters and other marketing specialists gain power by predicting changes in consumer preferences. Absorption. People and work units also gain power by absorbing or neutralizing the impact of environmental shifts as they occur. 5. Referent Power. People have referent power when others identify with them, like them, or otherwise respect them. As with expert power, referent power originates within the power holder. It is largely a function of the person’s interpersonal skills and tends to develop slowly. Referent power is also associated with charisma. (ex. A respected project leader who actively listens to team members and is supportive of their development has a referent power.) LO2: Four Contingencies of Power. THE FOUR CONTINGENCIES OF POWER. Substitutability Centrality Visibility Discretion 1. Substitutability Substitutability emphasizes how the availability of alternatives can weaken or enhance someone's influence within an organization or social structure.  Employees become valuable by performing their jobs well and by offering useful information and guidance that makes a managers’ job easier. Referent Power. The capacity to influence others on the basis of an identification with and respect for the power holder. Charisma. A personal characteristic or special "gift" that serves as a form of interpersonal attraction and referent power over others. Substitutability. A contingency of power pertaining to the availability of alternatives. Non-substitutability is strengthened by controlling access to the resource. Professions and labor unions gain power by controlling knowledge, tasks,or labor to perform important activities. Example: A graphic designer at a company is the only one skilled in a special software needed for client projects. 2. Centrality This refers to the power holder's importance, based on the degree and nature of his or her interdependence with others. Centrality increases with the number of people dependent on you, as well as with how quickly and severely they are affected by that dependence. This refers to an individual's position within a network or organization. Central figures have more influence due to their connections and ability to facilitate communication and decision-making. Example: A project leader coordinates tasks among team members, serving as the main point of contact for updates and decisions, ensuring that everyone is aligned toward project goals. 3. Visibility It is the key element of letting others know how much power one has within a company. Visibility often influences power, influence, and recognition, as those who are more visible may have greater access to opportunities or control. Example: A project manager who regularly shares updates in meetings. 4. Discretion The freedom to exercise judgment- to make decisions without referring to a specific rule of receiving permission from someone else-is another important contingency of power in organizations. This pertains to the freedom and authority an individual has to make choices and decisions within their role. Higher discretion allows individuals to shape outcomes based on their judgment and priorities.  Example: An HR manager has the discretion to approve or deny requests for flexible work arrangements, balancing employee needs with company policies and culture. LO3: Explain how people and work units gain power through social networks Social Networks - Social structures of individuals or social units (e.g., departments, organizations) that are connected through one or more forms of interdependence. Social Networks exist everywhere because people have a drive to bond. However, there are cultural differences in the norms of active network involvement. Several writers suggest that social networking is more of a central life activity in Asian cultures that emphasize guanxi, a Chinese term referring to an individual's network of social connections. Guanxi is an expressive activity because being part of a close-knit network of family and friends reinforces one's self-concept. Guanxi is also an instrumental activity because it is a strategy for receiving favors and opportunities from others. Social Capital - a set of shared values or resources that allows individuals to work together in a group to effectively achieve a common purpose. Social capital can also be thought of as the potential ability to obtain resources, favors, or information from one's personal connections. Social networks produce trust, support, sympathy, forgiveness, and similar forms of goodwill among network members, and this goodwill motivates and enables network members to share resources with one another. Sources of Power: 1. Resources - Social Networks offer a variety of resources, each or which potentially enhances the power of its members. Probably the best-known resource is information from other network members, which improves the individual's expert power. With better information access and timeliness, members have more power because their expertise is a scarce resource; it is not widely available to people outside the network. 2. Visibility - Increased visibility is a second contributor to a person's power through social networks. When asked to recommend someone for valued positions, other network members more readily think of you than people outside the network. Similarly, they are more likely to mention your name when asked to identify people with expertise in your areas of knowledge. 3. Referent Power  - Referent power is a third source of power from networks. It is a type of social power that comes from admiration or respect for a person. It's based on the idea that people are more likely to follow someone they like, admire, or trust. Gaining Power from Social Networks Gaining the most social capital from social networks needs to consider the number, depth, variety, and centrality of connections that people have in their networks. STRONG TIES, WEAK TIES, MANY TIES Strong Ties - are close-knit relationships, which are evident from how often we interact with people, how much we share resources with them, and whether we have multiple- or single-purpose relationships with them (eg., friend, coworker, and sports partner). The main advantages of having strong ties are that they offer resources more quickly and sometimes more plentifully than are available in weak ties (i.e., from acquaintances). Weak Ties - on the other hand, are acquaintances who are usually different from us and therefore offer resources we do not possess. The strength of weak ties is most apparent in job hunting and career development. People with diverse networks tend to be more successful job seekers because they have a wider net to catch new job opportunities. Many Ties - The volume of information, favors, and other social capital that people receive from networks usually increases with the number of people connected to them. Some people have an amazing capacity to maintain their connectivity with many people, and emerging communication technologies (Facebook, LinkedIn, etc.) Social Network Centrality - The more centrally a person (or team or organization) is located in the network, the more social capital and therefore the more power he or she acquires. Centrality is your importance in the network. One important factor is your "betweenness," which literally refers to how much you are located between others in the network. Another factor in centrality is the number or percentage of connections you have to others in the network (called "degree centrality"). Recall that the more people connected to you, the more resources (information, favors, etc.) will be available. LO4: Describe eight types of influence tactics, three consequences of influencing others, and three contingencies to consider when choosing an influence tactic. Influence Influence refers to any behavior that attempts to alter someone's attitudes or behavior. Example: A project manager persuades her team to adopt a new tool by showing data on its productivity benefits, aiming to gain their support through logical reasoning. Two types of Influence Hard Tactics: Influence tactics because they force behavior change through position power (legitimate, reward, and coercion) - Silent Authority - Assertiveness - Information Control - Coalition Formation - Upward Appeal Soft Tactics: They rely more on personal sources power (referent, expert) and appeal to the target person’s attitudes and needs. - Persuasion - Impression Management (Including Ingratiation) - Exchange Exhibit 10.4 : Types of Influence Tactics in Organizations Silent Authority  - The silent application of authority occurs when someone complies with a request because of the requester's legitimate power as well as the target person's role expectations." Example: A team member immediately follows their manager's instructions on a task without discussion, simply because they recognize the manager's authority and position. Assertiveness - In contrast with silent authority, assertiveness might be called "vocal authority" because it involves actively applying legitimate and coercive power to influence others. Example: A supervisor insists that a team member complete their work by the end of the day, reminding them of the deadline and potential consequences if it’s missed. Information Control - This power translates into influence when the power holder selectively distributes information, such that it reframes the situation and causes others to change their attitudes and/or behavior. Example: A manager shares only the positive aspects of a new project with the team, emphasizing its potential for growth, which encourages team members to support it enthusiastically. Coalition Formation - When people lack sufficient power alone to influence others in the organization, they might form a coalition of people who support the proposed change. A coalition is influential in three ways. " First, it pools the power and resources of many people, so the coalition potentially has more influence than any number of people operating alone. Second, the coalition's mere existence can be a source of power by symbolizing the legitimacy of the issue. In other words, a coalition creates a sense that the issue deserves attention because it has broad support. Third, coalitions tap into the power of the social identity process introduced in Chapter 3. Example: A group of employees joins together to push for flexible work hours, showing management that the issue has strong support. Upward Appeal - Upward appeal involves calling on higher authority or expertise, or symbolically relying on these sources, to support the influencer's position. Example: An employee asks their manager to approve a project by mentioning that the CEO supports similar initiatives, using the CEO's authority to strengthen their request. Persuasion - Persuasion is one of the most effective Influence strategies for career success. The ability to present facts, logical arguments, and emotional appeals to change another person's attitudes and behavior is not just an acceptable way to influence others; in many so-cieties, it is a noble art and a quality of effective leaders. Example: A sales representative presents data, testimonials, and emotional stories to convince a potential client to purchase their product. Inoculation Effect - A persuasive communication strategy of warning listeners that others will try to influence them in the future and that they should be wary about the opponent's arguments. Example: A teacher warns students that certain classmates may try to convince them to skip studying for the exam, encouraging them to stick to their study plan. Ingratiation - Any attempt to increase liking by, or perceived similarity to, some targeted person. Example: An employee compliments their boss on their leadership style before asking for a favor, hoping to build rapport and increase their chances of a positive response. Impression Management - The practice of actively shaping our public images. Example: A candidate dresses professionally and highlights relevant accomplishments in their resume during a job interview to create a positive impression on the interviewer. Exchange - Exchange activities involve the promise of benefits or resources in exchange for the target person's compliance with your request. Negotiation is an integral part of exchange influence activities. Example: A team leader promises to provide a day off to an employee in exchange for completing a critical project ahead of schedule. Exhibit 10.5 : Elements of Persuasion Example: Persuader Characteristics - A teacher with extensive experience in the subject (expertise) who has a good reputation (credibility) and acknowledges both the pros and cons of a topic is more convincing to students. Message Content - A charity campaign shares a few powerful stories of people helped, presents alternative viewpoints, and avoids overwhelming details while also using emotional stories to encourage donations. Communication Medium - A company uses engaging videos and infographics to explain a new product, making it easier for customers to understand the benefits. Audience Characteristics - A motivational speaker tailors their message for students who may lack confidence, ensuring the content doesn’t challenge their self-esteem or intelligence, making it relatable. CONSEQUENCES AND CONTINGENCIES OF INFLUENCE TACTICS Resistance - occurs when people or work units oppose the behavior desired by the influencer by refusing, arguing, or delaying engagement in the behavior. Example: A team member openly argues against a new policy during a meeting, expressing concerns and refusing to implement the changes as requested by management. Compliance - occurs when people are motivated to implement the influencer's request at a minimal level of effort and for purely instrumental reasons. Without external sources to prompt the desired behavior, compliance would not occur. Example: An employee completes a task assigned by their manager but only does the bare minimum required to meet the deadline, without putting in extra effort. Commitment - is the strongest outcome of influence, whereby people identify with the influencer's request and are highly motivated to implement it even when extrinsic sources of motivation are no longer present. Example: A volunteer takes on a leadership role in a community project, passionately working toward its success because they believe in its mission and want to make a difference, even without any external rewards. Exhibit 10.6 : Consequences of Hard and Soft Influence Tactics Exhibit 10.6 illustrates that people react more favorably to "soft" tactics than to "hard" tactics (see Exhibit 10.6). Soft influence tactics rely on personal sources of power (expert and referent power), which tend to build commitment to the influencer's request. In contrast, hard tactics rely on position power (legitimate, reward, and coercion), so they tend to produce compliance or, worse, resistance. Hard tactics also tend to undermine trust, which can hurt future relationships. Examples: Commitment (Soft Influence Tactics) - A charity worker shares moving stories (persuasion) and builds a friendly rapport with potential donors (ingratiation), ultimately inspiring them to donate. Compliance (Soft and Hard Influence Tactics) - A manager uses logical reasoning to convince a team (persuasion), asks employees to help each other (exchange), and makes decisions based on authority (silent authority), resulting in employees following instructions. Resistance (Hard Influence Tactics) - An employee feels pressured when a boss is overly assertive, refuses to comply with a directive due to the use of upward appeal, or pushes back against limited information shared by management (information control). LO5: Identify the organizational conditions and personal characteristics that support organizational politics, as well as ways to minimize organizational politics. This perceptual issue explains why OB experts increasingly discuss influence tactics as behaviors and organizational politics as perceptions" The influence tactics described earlier are perceived a organizational politics when they seem to be self serving behaviors undertaken at the expense of others and possibly contrary to the interests of the entire organization. Constant need to compete and protect one’s position led to heightened anxiety among team members. Increasingly cynical, withdrawing from their responsibilities and neglecting their health. Examples: Decreased productivity and creativity. High turnover rates Emotional exhaustion CONDITIONS SUPPORTING ORGANIZATIONAL POLITICS - Employees are more likely to engage in organizational politics (that is, use influence tactics for personal gain) in certain conditions. One of those conditions is scarce resources. When budgets are slashed, people rely on political tactics to safeguard their resources and maintain the status quo. Office politics also flourish when resource allocation decisions are ambiguous, complex, or lack formal rules. Example: (Ambiguous Goals) Meeting the standard 90% successful surgery, but they only take the easy and less risky surgeries that inflate the result. Example: (Ambiguous Roles) China and Taiwan Crisis, U.S.A. says that they are on the side of the Taiwanese but did not say that they will defend Taiwan even if they will defend Taiwan how will defend Taiwan. Minimizing Conditions Supporting Organizational Politics. Organizations should set quantifiable, precise, and unambiguous objectives for both teams and individuals. Creating channels for open dialogue and feedback. Methods of evaluation should be created by organizations to evaluate both collaboration and individual performance. Transparent decision-making, and actively seek input from employees Personal Characteristics - Several personal characteristics affect an individual's motivation to engage in self-serving behavior." This includes a strong need for personal as opposed to socialized power. Those with a need for personal power seek power for its own sake and try to acquire more power. Example: (Emotional Intelligence) When receive a critical feedback an employee will Ask for clarification and make a commitment to improving, showing that they are willing to learn and work together instead of using politics to shield their name. Example: (Emotional Intelligence) Highlight there contribution in meeting and dismissing others contribution. Minimize Personal Characteristics Promoting Ethical Behavior Enhancing Emotional Intelligence Fostering a Culture of Trust Providing Training and Development Opportunities Encouraging Accountability Minimizing Organizational Politics and Its Consequences - The conditions that fuel-organizational politics also give us some clues about how to control dysfunctional political activities. One strategy to keep organizational politics in check is to introduce clear rules and regulations that clarify the use of scarce resources. Organizational politics can become a problem during times of organizational change, so politics can be minimized through effective organizational change practices. Organizational Politics - Behaviors that others perceive as self-serving tactics at the expense of other people and possibly the organization. Machiavellian values - The beliefs that deceit is a natural and acceptable way to influence others and that getting more than one deserves is acceptable.